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Council Information Memorandum 12-27-2012
CITY OF PLYMOUTH rp) COUNCIL INFO MEMO December 27, 2012 EVENTS / MEETINGS Planning Commission Agenda 01/02/13............................................................................................. Page 1 January, February, and March 2013 Official City Meeting Calendars ............................................... Page 2 Tentative List of Agenda Items for Future City Council Meetings .................................................... Page 5 Hennepin County Board Oath of Office Ceremony 01/08/13............................................................ Page 6 CORRESPONDENCE Letter from HUD RE: Consolidated Plan End of Year Review — Program Year 2011 ...................... Page 7 Letter from Plymouth FD RE: Incident of Interest, Cell Tower Rescue at 15700 Cheshire Lane .... Page 10 Letter from Robbinsdale Public School Re: School Safety.............................................................. Page 12 E-mail from Wayzata Public School Re: School Safety................................................................... Page 13 For Minnesota's Largest Non Profits, a Rebuilding Year, StarTribune............................................. Page 14 Suburbia is Sprouting in the Open Fields of Medina, StarTribune................................................... Page 20 Edina Gives Itself a Pay Hike, StarTribune...................................................................................... Page 23 Mosaic: From phosphate to Fairways, StarTribune.......................................................................... Page 25 Robbinsdale Area Schools to Open Stem Middle School Magnet Program ..................................... Page 28 Article: E-mail for Elected Officials, by Greg Van Wormer.............................................................. Page 29 PLANNING COMMISSION AGENDA WEDNESDAY, January 2, 2013 WHERE: CITY COUNCIL CHAMBERS Plymouth City Hall 3400 Plymouth Boulevard Plymouth, MN 55447 CONSENT AGENDA All items listed on the consent agenda are considered to be routine by the Planning Commission and will be enacted by one motion. There will be no separate discussion of these items unless a Commissioner, citizen or petitioner so requests, in which event the item will be removed from the consent agenda and considered in normal sequence on the agenda. 1. CALL TO ORDER - 7:00 P.M. 2. PLEDGE OF ALLEGIANCE 3. PUBLIC FORUM 4. APPROVAL OF AGENDA 5. CONSENT AGENDA A. Approve the December 5, 2012 Planning Commission meeting minutes. 6. PUBLIC HEARINGS A. Mohagen Hansen Architectural Group. Conditional use permit to exceed 50 percent office use in the 1-2, general industrial zoning district. (2012100) 7. NEW BUSINESS 8. ADJOURNMENT Page 1 r�Plymouth Adding Quality to Life January 2013 Modified on 12127112 Page 2 1 2 3 4 5 7:00 PM PLANNING NEW YEAR'S DAY COMMISSION MEETING Council Chambers CITY OFFICES CLOSED 7 6:00 PM 9 10 11 12 SPECIAL COUNCIL 7:00 PM 7:00 PM MEETING ENVIRONMENTAL PARK Et REC City Manager QUALITY ADVISORY Performance Review COMMITTEE COMMISSION Parkers Lake Room CLOSED MEETING E C MEETING (Q) PRAC MEETING Council Chambers Council Chambers 7:00 PM REGULAR COUNCIL MEETING Council Chambers 13 14 15 16 17 18 19 6:00 PM 7:00 PM SPECIAL COUNCIL PLANNING MEETING COMMISSION Board and Commission MEETING Interviews Council Chambers Medicine Lake Room 20 21 22 5:30 PM 23 24 25 26 SPECIAL COUNCIL 7:0O PM 7:00 PM MEETING PLYMOUTH ADVISORY HRA MEETING MARTIN LUTHER Discuss Fire Relief COMMITTEE ON TRANSIT (PACT) Medicine Lake Room KING JR. Assoc. Pension IncreasE STUDY SESSION BIRTHDAY Medicine Lake Room Medicine Lake Room Observed 7:00 PM CITY OFFICES REGULAR COUNCIL CLOSED MEETING Council Chambers 27 28 29 30 31 Modified on 12127112 Page 2 r�Plymouth Adding Quality to Life February 2013 Modified on 12127112 Page 3 1 2 2:00 PM FIRE 13 ICE FESTIVAL Parkers Lake 3 4 5 6 7 8 9 7:00 PM 7:00 PM PLANNING HUMAN RIGHTS COMMISSION COMMITTEE MEETING MEETING Council Chambers Medicine Lake Room 10 11 12 7:30 AM 13 14 15 16 7:00 PM 7:00 PM STATE OF THE ENVIRONMENTAL PARK Et REC CITY QUALITY ADVISORY Council Chambers COMMITTEE COMMISSION (EQC) MEETING (PRAC) MEETING Council Chambers Council Chambers 7:00 PM REGULAR COUNCIL MEETING Council Chambers Ash Wednesday 17 18 19 20 21 22 23 7:00 PM PLANNING PRESIDENTS COMMISSION DAY MEETING Council Chambers CITY OFFICES CLOSED 24 25 26 27 7:00 PM 28 7:00 PM PLYMOUTH ADVISORY 7:00 PM REGULAR COUNCIL COMMITTEE ON HRA MEETING MEETING TRANSIT (PACT) Medicine Lake Room Council Chambers REGULAR MEETING Medicine Lake Room Modified on 12127112 Page 3 City of Plymouth Adding Quality t0 Life March 2013 Modified on 12127112 Page 4 1 2 3 4 5 6 7 8 9 7:00 PM PLANNING COMMISSION MEETING Council Chambers 10 11 12 13 14 15 16 7:00 PM 7:00 PM 5:30 PM 9:00 AM - REGULAR ENVIRONMENTAL COMMITTEE AND 2:00 PM COUNCIL MEETING QUALITY COMMISSION CITY SAMPLER Council Chambers COMMITTEE (EQC) RECOGNITION Plymouth City Hall MEETING EVENT Council Chambers Plymouth Creek Center Daylight Savings Time Begins 17 18 19 207:00 PM PLANNING 21 22 23 7:00 PM REGULAR COUNCIL COMMISSION MEETING MEETING Council Chambers Council Chambers 7:00 PM PLYMOUTH ADVISORY COMMITTEE ON TRANSIT (PACT) STUDY SESSION Good Friday Medicine Lake Room 24 25 26 27 28 29 30 7:00 PM HRA MEETING 31 Medicine Lake Room aster Sunday Passover Begins at Sunset Modified on 12127112 Page 4 Tentative Schedule for City Council Agenda Items January 8, Special (Closed Meeting), 6:00 p.m., Parkers Lake Room • City Manager's Performance Review January 8, Regular, 7:00 p.m., Council Chambers • Oath of Office to Councilmembers Johnson, Wosie, Stein, and Willis • Announce "Skate with the Mayor" on January 18 at Parkers Lake • Appoint 2013 Health Officer • Appoint 2013 City Council Secretary • Appoint 2013 Official Depositories • Designate 2013 Official Newspaper • Approve a Preliminary Plat and Final Plat for Hampton Hills Investment, LLC/Hampton Hills South Plateau 3rd Addition (2012093) • Conditional Use Permit for Amerco Real Estate Co./Truck and Trailer Rental in conjunction with Self Storage at 1225 Highway 169 • Consider Lawful Gambling Request of Hamel -Plymouth VFS Post 5903, 19020 Hamel Road • Approve contract with Sgt. Robert Topp for transfer of K-9 January 15, Special, 6:00 p.m., Medicine Lake Conference Room • Board and Committee Interviews January 22, Special, 5:30 p.m., Medicine Lake Conference Room • Discuss request of Fire Relief Association for pension increase January 22, Regular, 7:00 p.m., Council Chambers • Announce Fire and Ice on February 2 • Approve 2013 On -Sale Intoxicating Liquor License Renewals • Approve 2013 On -Sale and Off -Sale 3.2 Liquor License Renewals • Approve 2013 Off -Sale Liquor License Renewals • Approve 2013 On -Sale Wine and 3.2 Liquor License Renewals • Approve appointments of Board and Commission Members • Approve 2013 Council Coordinating Representatives and other agency appointments • Approve Appointment of Deputy Mayor for 2013 • Approve 2013-2014 Tree removal, trimming & hauling contract February 12, Regular, 7:00 p.m., Council Chambers February 26, Regular, 7:00 p.m., Council Chambers March 12, Regular, 7:00 p.m., Council Chambers March 14, Board and Committee Recognition Event, 5:30 p.m., Plymouth Creek Center March 19, Regular, 7:00 p.m. Council Chambers Note: Special Meeting topics have been set by Council; all other topics are tentative. Page 5 The Hennepin County Board invites you to the Oath of Office Ceremony for Hennepin County Commissioners Mike Opat, 1st District Linda Higgins, 2nd District Randy Johnson, 5th District Jan Callison, 6th District Jeff Johnson, 7th District When Tuesday, January 8, 2013 at 1:30 p.m. Where County Board Room A Tower, 24th Floor Hennepin County Government Center 300 S. Sixth St., Minneapolis Reception follows a brief County Board meeting 23rd Floor Bridge Page 6 DEC,?, 02012 Ms. Laurie Ahrens.. City Manager City of Plymouth 3400 Plymouth Boulevard Plymouth, MN 55447-1482 Dear Ms. Ahrens: U.S. Department of Rousing and Urban Development Minneapolis Field Office 920 Second Avenue South, Suite 1300 Minneapolis, Minnesota 55402-4012 SUBJECT: Consolidated. Plan End -of -Year Review -- Program Year 2011 x .FINED DEC 242012 HUD is required to conduct an annual review of performance by grant recipients. Additionally, the Secretary must determine that the grant recipient is in compliance with the statutes and has the continuing capacity to implement and administer the programs for which assistance is received. This is to report to you the results of our reviews. Report Vile congratulate you on your many accomplishments during this past year on the achievement of Department Objectives. • As of May 1. 2012. the City had an acceptable expenditure rate for the CDBG program with only 1.07 years worth of ftinds to be drawn. The upper limit is 1.5 years of funding unspent. During the reporting period. 100% of the City's CDBG funds were spent to benefit low - and moderate -income persons. • The City continued to foster new and improved housing options for low- and moderate - income households with CDBG funds. Seven owner -occupied rehabilitation projects were completed and five households were provided first-time homebuyer assistance. • The City provided assistance to over 713 low- and moderate -income persons through public service programs. These services were targeted to the elderly, at -risk youth. homelessness prevention.. homeownership counseling, landlord/tenant counseling and transportation services. www.hud.gov espanol.hud.gov Page 7 Plymouth Program Year 2010 Expenditures Public Services $23,2133,05 6.337% Public Facilities $40,000.00 10.980/6 Housing $272,706.29 74.88% Planlling and Adiiiiiilstrcatim $28,266.18 7.76% Total $36=1.185.5' 100 Background Information HUD's Office of Community Planning and Development has sought to establish partnerships with State and local 4overnments. The focus of our partnership has been to work With COnlMUnitles to ensure that our joint efforts result in 11OUSrn- and community development prouranls and policies that benefit and serve lo\i- and moderate income persons. These efforts occur %\ithijl the framework of the statutes \\•e administer and the regulations and policies that are designed to impro\-e program performance. Theprovisions of the Housing and COMMUnity Development Act of 1974. as amended. and the National Affordable Housing Act of 1990, require the annual submission of performance reports by giant recipients receiving federal assistance through programs covered under these Acts..=additionally. these Acts require that a determination be made by the Secretary. that the :orant recipient is in compliance ��lth the statutes and has the continuing capacity to implement and administer the programs 16r \yhich assistance is received. 4'ti-'ith the implementation of the Consolidated Planning Regulations of January 5. I995. the Department began making comprehensive performance reviews of grantee's overall progress at least annually. as required by the statues and section 91.525 of the regulations. The review consists of analyzing the consolidated planning process; reviewing management of finds: determining the progress made in carrying out policies and programs; determining the compliance of funded activities with statutory and regulatory requirements; determining the accuracy oi`required performance reports: as tell as evaluating accomplisluments in meeting key Departmental objectiti es. This assessment not only meets the mandates of the statutes. but it also provides a basis for working together collaboratively to help grantee's achieve housing and comnuunity &N,clopment goals. One critical outcome of this collaboration should be the development of a more comprehensive. effective. and concise Consolidated Plan and improved perfortmance in achieving specific goals that correspond to the activities outlined in your forthcoming Action P I au1. Public Access This Report must be made readily available to the public within 30 days of receipt of yoLlr comments. There are several \Nays the report can be made available to the public. You can assist us in this regard by Sharing HUD's report \yith the media; with members of your advisory wwwvwv,hUd.gov espanol.hud.gov Page 8 committee: or with those who attended hearings or meetings, placing it on your web site or distributing it thrOLIgh a LISTSERV. HUD will make this information available to the public upon request and may provide copies of firture reports to interested citizens and groups. Conclusion As a result of our analysis, we have determined that your overall progress is satisfactory and that the City has the continuing capacity to implement these programs. If there are any questions please do not hesitate to contact Christine DeLarbre, CPD Representative, at (612) 370-3000, ext. 2157, or at chi istine.m.delarbre.whud.gov. Sincerely, Michele K. Smith, Director Office of Community Planning and Development www.11ud.gov espanol.hud.gov Page 9 PQnvuT1t FIRE -RESCUE PLYMOUTH FIRE DEPARTMENT 3400 Plymouth Boulevard Plymouth, Minnesota 55447 763-509-5120 FIRE -RESCUE INCIDENT OF INTEREST DATE: December 20, 2012 TIME: 5:45 p.m. ADDRESS: 15700 Cheshire La. DETAILS: Two maintenance workers become trapped 106' above the ground on a cellular tower requiring the combined efforts of the Plymouth Fire Department, as well as Minnesota Task Force 1 (MN -TF 1) to safely remove the workers. While enroute, Plymouth Chief 1 (Kline) requested MN -TF 1 be started to assist with the technical rescue. Upon arrival, Chief 1 assumed Command and requested that a Life Safety Unit (LSU) be started due to low temperature (15° F.) and moderate winds (10 mph). Plymouth Captain 2 (Dreelan) was given the Rescue Division, assisted by Plymouth Captain 21 (C. Peterson). Engine 21 (Spencer, C. Peterson, Collins, Morris, Nelson) assisted with resource set-up. Plymouth Tower 11 (Halvorsen, Jurek, McCurdy) were assigned to raise their aerial main to the cellular tower to establish communications with the workers, as well as reduce the distance required to reach the workers. Plymouth Rescue 11 (Korsmo, Weldon, Whitmore) established a command post for operations. Eden Prairie Chief 3 (Schmitz) assumed the Operations Divison directing the efforts of MN -TF 1. Task Force members made access to the workers, assessed their medical condition and began establishing rigging systems to remove the workers. Both workers were removed approximately 2 -hours following fire department arrival and transported to North Memorial Medical Center. There were no firefighter injuries. This call occurred during duty crew hours of operation. RESPONSE TIME: 5 minutes ON -SCENE PLYMOUTH FIREFIGHTERS: 29 P.F.D. RESPONDING UNITS: ASSISTING AGENCIES: Engine Companies: E-21 EMS: North Yes x 3 Ladder Companies: L-21 , TW -11 Red Cross: No Support Units: U-21 Salvation Army: No Rescue Companies: R-11, R-31 Public Works: No Chief Officers: C-1 State FM: No Mutual Aid: MN -TF 1 and Rogers Fire Dept. INCIDENT MANAGEMENT: Command (Kline/Duncan), Rescue Division (Dreelan/C. Peterson), EMS (Evenson), Accountability (Korsmo) Page 10 jig t Letter from Robbinsdale School District 281 Dear parents and families, The purpose of this letter is to follow up on Friday's communication regarding the horrific tragedy at the Newtown, Connecticut elementary school. I want to inform you of the security measures we already have in place and of special measures we have taken in light of Friday's tragedy. Our district regularly revisits our security and crisis plans to ensure that they are best practice and fit with our district. Those plans have also been reviewed by local law enforcement agencies and a respected national school safety consultant on more than one occasion in the last five years. We meet with law enforcement agencies regularly during the year to discuss these plans and we also contract with law enforcement agencies for 6.75 full time officers to work in our schools daily to ensure a safe learning environment. We have one designated main entrance for each building in our district. The main entrance is monitored either by staff, cameras or both. As far as continuing plans, we have intercom systems in all of our buildings except four. Plans had been well underway to install intercom system at the remaining four buildings. In light of recent events, we are able to move up the timeline for completion of installation, and installation has begun on one of the four today. A horrible event such as occurred at Sandy Hook Elementary School can also take an emotional toll, even if it took place hundreds of miles away. Staff have been provided with talking points that they can tailor to the developmental level of their students, should students need to talk. Additionally, they have been instructed to be especially observant of students over the next days and weeks to support and comfort them. We will have a social worker in each elementary school who will be able to support children through sadness or fear. Our secondary schools currently have both social workers and guidance counselors in place. Finally, I am providing another resource for you at home, should you need help in talking about this tragedy with your child. The following website provides some valuable ways of talking about the Sandy Hook tragedy with your child, and there are resources on it in Spanish: http:lf fci.orglnew-site/par-tragic-events.html If you have any questions, please contact our Safety and Emergency Services Program Director, Brian Koch, at 763-504-8139, or you can email him at brian_koch@rdalc.org. Please continue to keep the community of Newtown, Connecticut in your thoughts and in your hearts. Thank you. Aldo Sicoli, Superintendent Page 12 Laurie Ahrens From: Wayzata Public Schools [noreply@wayzata.k12.mn.us] Sent: Friday, December 21, 2012 6:00 PM To: Laurie Ahrens Subject: Connecticut Message Follow Up This is an automated message from School Superintendent Chace Anderson. I wanted to check in with you as a follow up to my message from last week following the tragic events in Connecticut. I am thankful for our teachers and other staff that did such a wonderful job of welcoming students back this week and reassuring them by responding according to their individual needs. I also appreciate the collaborative approach you as parents and guardians have taken in offering your insights and perspectives about how we can improve our security protocol and further strengthen safety in our schools. I would like to share a few thoughts about our school district regarding safety. • We have always placed a high priority on school safety and security. School staff members work closely with their principals to frequently review school procedures and implement changes as necessary. On a regular basis, our school district considers additional actions that could serve to enhance the safety of our students, staff, and families. When a significant event occurs such as last week, it is cause to review more deeply. • The district is committed to ensuring each school has an appropriate entrance monitoring system in place. You will notice an elevated presence in January at our elementary school entrances as each will either have a greeter positioned at the main entrance or a physical layout whereby visitors naturally flow through the main office. The high school and our middle schools already have similar practices in place. • Many of you are already aware that the school district has been actively engaged in a facilities study. You have likely read about or heard me talk about Phase I, Phase 11, and Phase III of our facilities planning. Phase III is focusing on middle and high school capacity and the general quality and functionality of our existing facilities. Included with this is the review of our district's security and safety systems. Recommendations will be made through this process for ensuring our schools have appropriate safety features in place. • 1 would also like to reinforce that we have great relationships with the Plymouth and Wayzata Police departments. All of our schools are located within their jurisdictions and they have always been engaged partners with the school district in offering their expertise and talent to help us maximize school safety. This week, the police chiefs from Plymouth and Wayzata met with my leadership team to share their latest insights and to reinforce their commitment of partnership with the school district. Thank you again for all you do to help make our school district a great place for our students to learn and where our staff can flourish. We greatly appreciate this partnership. On behalf of the school board and the district staff, I would like to wish you the best of Winter Breaks. Enjoy your time with family and friends. We'll see you in 2013! Page 13 �riun lbusiness For Minnesota's largest nonprofits, a rebuilding year Article by: PATRICK KENNEDY and NEAL ST. ANTHONY, Star Tribune Updated: December 23, 2012 - 7:00 AM Affordable housing builder CommonBond is among the savvy nonprofits taking good advantage Property manager Peggy Auchter gave Vivian Henningfield, 91, a hug and kiss on the forehead as she left in Henningfield's apartment on December 20, 2012 in Little Canada, Minn. Henningfield, 91, lives in an apartment complex owned by nonprofit CommonBond, which houses immigrants, the working poor and low-income elderly and provides ancillary services including youth tutoring, skill -development and activities for elderly residents that keeps them independent and out of hugely expensive nursing homes. At Torre de San Miguel Homes on the working-class west side of St. Paul, dozens of grade school kids gather after school to complete their homework with the help of volunteer tutors in sessions that often conclude with card games. Later, their parents gather to improve their English, study for citizenship or work on employment- related skills. A few miles away, at Garden Terrace Apartments in Little Canada, 91 -year-old Vivian Henningfield still walks for exercise, volunteers in the gardening club and makes homemade get -well cards for neighbors who aren't feeling well. These low-income kids and the senior citizens are part of a growth business. It's called CommonBond Communities, a 41 -year-old St. Paul -based nonprofit that's also the largest affordable -housing developer and property manager in the Upper Midwest. CommonBond has 5,300 apartments and townhouses that serve 9,000 residents from Minneapolis -St. Paul to suburban Maple Grove and Lakeville. Like many nonprofits in the state, CommonBond struggled during the Great Recession but has rebounded thanks, in part, to the Federal Reserve's policy of keeping interest rates low to spur economic recovery. Lower rates have allowed CommonBond and others to refinance existing debt, extend loan terms and rebuild. Page 14 After several years of backing and filling, the growth story is spreading among Minnesota's biggest nonprofits. Overall revenue at Minnesota's 100 largest nonprofits rose 4.2 percent to $47.36 billion in 2011 from $45.4 billion in 2010. And for the second consecutive year, revenue growth came across- the-board in all four categories -- health care, social services, education and art and culture. That's a sign that nonprofit organizations have continued to grow after the recession years of 2008-09, when revenue rose only at health care nonprofits. "Now it's post -recession management," said Jon Pratt, executive director of the Minnesota Council of Nonprofits. "These organizations are paying close attention to their business models and revenue streams. This sort of savvy economic development is new in the last 10 years. And some of the creative ones have grown very fast in the last few years." CommonBond, for example, finished a multiyear, $21 million capital campaign this month that will result in 4,000 additional housing units. It has refinanced millions in outstanding mortgages at lower rates and reinvested cash in renovations, expansions and new projects. Meanwhile, demand for affordable housing has soared. CommonBond has nearly 5,800 families and individuals on its housing waiting list, a number that has hovered around an all-time high since the recession hit in 2008. "We don't have to advertise," CommonBond CEO Paul Fate said. "The number of people in Minnesota paying more than half their income for housing has doubled since the recession. That's an indicator of people under economic stress." 'Study buddy' John Berg, a retired Wells Fargo bank executive and co-chairman of the CommonBond capital campaign, emphasized that the organization's success is linked to its "more -than -housing" model. The nonprofit spends $4 million annually on its Advantage Services program, which provides kids with on-site tutoring help; residents with job skills training; and fitness and health classes and activities that help senior residents stay healthy, independent and out of nursing homes. School kids who participate in CommonBond's "study buddy" program with trained volunteers for 90 minutes a week boast a 90 percent high school graduation rate -- far higher than the Minneapolis and St. Paul public school average. The idea is to provide housing that produces educated citizens who can eventually support themselves in market -rate housing and fill critical job shortages as baby boomers retire over the next decade. "It gives people hope, a stable home near a school and sometimes increased skills," Berg said. "Everybody deserves that. That's why my wife and I are involved." (CommonBond posted $50.1 million in consolidated revenue in 2011. But only a portion of its overall revenue gets reported on the organization's form 990 as "tax-exempt" revenue, which explains why the nonprofit did not make our Nonprofit 100 list. CommonBond formed a separate, taxable nonprofit business that includes its property management and development units, which generate most of its revenue.) Other nonprofits taking advantage of cheap money include: Page 15 Project for Pride in Living (PPL), which in June merged one of its subsidiaries with Rebuild Resources, a St. Paul -based nonprofit that helps recovering men and women rebuild their lives through employment programs. To make the merger work, PPL officials took a close look at all the contracts and loans it was taking on. Steve Cramer, PPL president and executive director, said the nonprofit was able to refinance a $500,000 loan Rebuild Resources had taken out against one of theproperties. "We were able to both refinance at a lower interest rate and extend the term, so there was an annual savings of about $8,000 a year," Cramer said. "Eight thousand dollars a year doesn't sound like much, but to me that represents eight $1,000 -a -year donors, so that's pretty good." Shattuck St. Mary's, a private college preparatory school in Faribault, opened Fayfield Hall, its new science, technology, engineering and math building in the summer of 2011. The building was named after lead donor and Shattuck alum Bob Fayfield, founder of Banner Engineering in Plymouth. Greg Engel, chief financial officer of Shattuck St. Mary's, said the school was able to finance the new building through donations and tax-exempt debt. "Being able to borrow this money so cheaply, we were able to do a little more than we thought we were able to," Engel said. The school is currently working with the Bank of Montreal on a mix of partially taxable and partially tax-exempt borrowing through the city of Faribault. That money was used to refurbish a vacant campus building into the "WeCreate Center," which opened Oct. 1 st. "From our standpoint, the really low debt [cost] has become a godsend," Engel said. Lifeworks Services helps people with disabilities through employment programs and customized support services. It operates eight facilities, seven of which are leased. But Lifeworks owns its newest facility in part because of the low-cost financing. Three years ago the Eagan -based organization was looking to move out of a leased facility into a new one in Apple Valley. The nonprofit took advantage of low-interest, bank -qualified, tax-exempt bond financing through Minnesota Bank and Trust of Edina and the city of Apple Valley. "We found out we were able to increase from a 10,000 -square -foot leased facility to an 18,000 - square -foot owned facility," said Lifeworks President Judy Lysne. "And our costs are actually lower on an operating basis." A look at the categories Health care nonprofits, including insurers like Blue Cross and Blue Shield and health care providers like the Mayo Clinic, accounted for 92 percent of the revenue on our 2011 list, the same as in 2010. Education groups, including private colleges, universities and prep schools, account for the next - biggest portion with about 5 percent of revenue. Social services and arts and culture nonprofits account for the remaining 3 percent. Health care and education organizations traditionally are the most recession -resistant types of nonprofits, in part because demand for their services tends to remain steady and they can pass along costs by raising fees and tuition. Page 16 In 2011, health care nonprofits spent about 96.7 cents in expenses for every $1 of revenue. Education nonprofits spent about 95 cents for each revenue dollar. Social services agencies and arts group are more vulnerable to economic downturns, in part because they rely more heavily on contributions and government grants, which have fallen in recent years. As a group, the 35 social services nonprofits we surveyed spent 98.7 cents on expenses for every $1 of revenue they brought in. That marks a big improvement from both 2009 and 2010, when expenses exceeded revenue at social services agencies. Arts and culture groups also have struggled with declining contributions, as many cash-strapped donors give less or divert contributions to organizations that address basic needs such as food, clothing and shelter. Arts groups on average spent 98.2 cents on expenses for each $1 of revenue, an improvement over last year when the group spent $1.05 for each revenue dollar. Employment steady Despite the Great Recession, employment in the nonprofit sector has shown slow -but -steady growth, according to the Minnesota Council of Nonprofits. In 2011, the council reported 298,744 nonprofit workers -- many of them in the health care sector -- up about 2 percent over 2010. Nonprofits of all kinds accounted for about 11.5 percent of Minnesota's workforce in 2011. The Minnesota Council on Foundation's annual Giving in Minnesota report shows donations from individuals, foundations and corporate giving programs rose 2.6 percent to $5.2 billion in 2010, the most recent year for which numbers are available. The majority of charitable giving in Minnesota comes from individuals, the council reports, and individual giving rose 3.4 percent from 2009 to $3.8 billion in 2010. "This was the first increase in individual giving levels since 2007," the council said. But "overall individual giving remained 14 percent lower than its high of $4.4 billion in 2007." Nonprofits that have sizable endowments also have seen their investment portfolios fluctuate with global markets since 2008. For accounting purposes, investment gains and losses are counted as revenue. HEALTH CARE Because of state law and regulatory policies, HMOs and most hospitals in Minnesota are incorporated as nonprofits. As a result, health care nonprofits dominate the Nonprofit 100 survey, accounting for 53 of the top 100 organizations in 2011. We looked at 59 health care organizations for this year's survey, including large and small health care systems, senior care organizations and blood and organ donor organizations. In 2011 their combined revenue was $43.7 billion, a 4 percent increase over 2010. Expenses for the group rose faster, up 4.6 percent to $42 billion. Health care organizations are becoming more efficient: Only 12 of the 59 health care organizations spent more than they generated in revenue last year, a slight improvement over 2010. Page 17 At Blue Cross and Blue Shield of Minnesota, the largest nonprofit on our list, revenue rose 2.5 percent to $9.25 billion after falling nearly 1 percent in 2010. At No. 2 -ranked Mayo Clinic, revenue rose 3.6 percent to $8.5 billion. No. 3 -ranked Medica saw revenue jump 7.4 percent to $4.37 billion. SOCIAL SERVICES Revenue at the 35 Minnesota social service organizations surveyed increased 5 percent in 2011. Meanwhile, overall expenses rose just 1.8 percent for the year, an improvement over 2010 when expenses jumped 12 percent. Revenue fell year -over -year at 11 of the 35 social service organizations surveyed. That's up from seven in 2010. Meanwhile, nine social service nonprofits spent more than they generated in revenue last year, down from 13 a year go. Second Harvest Heartland cemented its position as the state's biggest social services nonprofit with revenue of $106 million, up 15.6 percent over 2010. The hunger -relief organization has grown rapidly in recent years, in part because, as the economy had soured, more philanthropic resources were directed to basic needs such as food. Second Harvest also has moved beyond distribution of shelf -stable groceries and now delivers more higher -margin produce and refrigerated and frozen products to its clients. Second Harvest receives food donations from manufacturers, government programs and the community and then distributes them to member nonprofit food shelves. The value of donated food, goods and other noncash items accounted for $84.6 million of the organization's total revenue for the year ended Sept. 30, 2011. "The value is there, but it's not all cash," said Pratt of the Minnesota Council of Nonprofits. Revenue at the Greater Twin Cities United Way rose 4.4 percent to $92.5 million. Second Harvest, United Way and Lutheran Social Service of Minnesota -- the state's three biggest social service agencies -- each generated more revenue than expenses in 2011 after spending more than they took in 2010. EDUCATION Revenue among the 33 education nonprofits in the survey rose 5.7 percent in fiscal 2011. Expenses for the group rose 3.7 percent. Contributions jumped 3.4 percent in 2011 after dropping 1.4 percent in 2010 and 8.5 percent in 2009. Revenue rose at 27 institutions and fell at six. The biggest revenue decliner was Northstar Education Finance, a student loan financier, where revenue dropped 20 percent to $142.4 million in 2011. Northstar, which settled a class-action suit with some of its borrowers in 2010, has seen revenue fall steeply in recent years as the student loan industry evolved. As recently as 2009, the lender posted $226 million in sales. As a group, education nonprofits appear to have recovered from the recession. Just eight of the 33 organizations surveyed spent more than they took in last year, compared with 14 in 2010 and 20 in 2009. Page 18 Most of the colleges and universities have a May or June year-end, and the most recent data are from the year ended June 30, 2011. Fortunes improved mainly due to the improved stock market returns at organizations with large endowments. Revenue jumped 16.4 percent at No. 1 -ranked St. Thomas to $328.5 million. Other notable gainers include Concordia College, up 21 percent to $125 million; William Mitchell College of Law, up 19 percent to $38 million and St. Paul Academy and Summit School, up 25 percent to $28.8 million. ARTS AND CULTURE At the 13 arts organizations we surveyed, revenue collectively rose 6.7 percent to $467.7 million, while expenses rose a modest 2.9 percent to $439 million. Overall contributions declined 2 percent. Six of the 13 organizations saw revenue declines in 2011. At No. 1 -ranked American Public Media Group, revenue soared nearly 15 percent to $132.6 million. The organization provides financial and administrative support for Minnesota Public Radio, Fitzgerald Theater Co. and Southern California Public Radio. Other notable gainers include Minneapolis Society of Fine Arts, where revenue rose 18.5 percent to $44.3 million; the Guthrie Theater Foundation, up 44.3 percent to $29.9 million; and Children's Theater Co., up 43.8 percent to $11.7 million. The biggest decliner was the Minnesota Orchestral Association, where revenue fell 19.2 percent to $36.4 million from $45 million in 2010. However, that comparison is explained by a large increase in 2010 donations associated with the capital campaign to refurbish Orchestra Hall. (Both the Minnesota Orchestra and the St. Paul Chamber Orchestra are involved in labor disputes with their musicians, who have been locked out, causing the cancellation of their concert schedules, which will affect 2012 financials.) Patrick Kennedy • pkennedy(@startribune.com • 612-673-7926 Neal St. Anthony • 612-673-7144 nstanthony(@startribune.com Page 19 StarTribune iwest metro Star Tribune Local, West Metro Suburbia is sprouting in the open fields of Medina Article by: TOM MEERSMAN , Star Tribune Updated: December 22, 2012 - 11:21 PM About 400 new homes have been approved, including a project OK'd by the City Council against the recommendation of planning officials. Mike and Ann Jeweson stood in front of their four-bedroom house they are having built in Medina Thursday September 20, 2012. Photo: Kyndell Harkness, Star Tribune A burst of new subdivisions with names like the Enclave and Fields in Medina has the city at odds over how to grow while keeping the character and feel of a community known for its horse farms and large homes on sprawling lots. The City Council approved the most recent project last week, against the recommendation of the city's Planning Commission, whose chairman called it "boring" and said it "smacks of Plymouth." Debate has focused on the layout and mix of housing in some of the subdivisions, part of the westward march of development that has filled in much of nearby Maple Grove and Plymouth. "I think suburbia, to the extent it's moving, has come to Medina," Mayor Tom Crosby said. Residential new construction is rebounding nationwide, and affordable land in Medina is driving the spate of development there. The city of about 5,000 has approved four new housing projects in the past 20 months, including one Tuesday. A fifth is under review. The four will build a total of 334 single-family homes and 64 townhomes on about 175 acres over the next few years. One factor driving growth is that low mortgage interest rates are enabling some younger people to skip starter homes and go directly to larger houses, Crosby said. Another is that the areas being platted are served by the metro sewer system, he said, and are all within the highly ranked Wayzata School District. Affordable land aplenty Ryan Jones, Twin Cities director of the housing research firm Metrostudy, said Medina is a "unique submarket" because it saw relatively little activity during the housing boom of the late 1990s and early 2000s. No traditional subdivisions have been built there for at least a decade, he Page 20 said, although builders have continued to construct some custom homes "north of a million dollars" on 5- or 10 -acre tracts of land. Now the city finds itself with a large supply of affordable land at just the time demand for new homes is strengthening, Jones said. "There are a handful of metro communities that have one or two of these [subdivision] proposals, but not to the size and scope as Medina because there's just not as much of that available land in a close -in market," Jones said. The city is about 20 miles west of downtown Minneapolis. The subdivision approved last week is the Fields of Medina West, a 23 -acre field where 64 new single-family homes will replace the corn that has sprouted there for decades. It's on Meander Road, north of Hwy. 55 and east of Arrowhead Drive, next to a similar project by the same developer. Creativity sought Medina's Planning Commission reviewed the proposal last month and said it would remove too many trees, create traffic problems and be too close to future commercial development expected along Hwy. 55. Members questioned why the project should not be rezoned to allow mixed use, with townhouses or twin homes on some of the land to form more of a "transition zone" between single-family homes and expected retail along the highway. Planning Commission Chairman Charles Nolan said the project "smacks of Plymouth" and called it "boring," according to minutes from a Nov. 13 public hearing on the matter. The commission voted unanimously to deny recommending that the land be developed as proposed, unless the builder -- Mattamy Homes -- returned with a more creative project. Nolan did not return calls and e-mails to be interviewed last week. Medina City Planner Dusty Finke said it's difficult to be very creative on 23 acres, since the city must meet density requirements of 3.5 housing units per acre, according to its comprehensive plan overseen by the Metropolitan Council. Since all the Mattamy homes were to be single- family dwellings, Finke said, "There wasn't a lot of flexibility to curve streets and to have a lot of open space." Plans modified Mattamy is Canada's largest homebuilder with operations in several states. Its Minnesota division president, Steve Logan, said Medina is attractive, especially to younger families. "Residents of Minnesota gravitate toward strong school districts, and this has one," he said. Most of the homes will be in the $400,000 -and -up range, he said. Although Mattamy did not propose any townhomes, it modified the project to meet some of the other planning commission concerns about traffic flow and open space. It proposed to build a 6 - foot berm between the subdivision and the commercially designated land. To accommodate other objections about filling in a small wetland and cutting down too many trees in a corner of the property, Mattamy will donate about 3 acres and $150,000 to build a new park between its two subdivisions. Page 21 That satisfied Medina's City Council, which approved the rezoning and preliminary plat unanimouly Tuesday. Crosby, the mayor, acknowledged that it's unusual for the council to approve something after the Planning Commission recommends a denial. The difference, he said, was that the commission was doing its job and raising specific issues about the site, while he viewed the rezoning decision as consistent with the city's long-range plans for development. Crosby said he doesn't believe that cities should dictate too many details such as housing styles and paint color as long as a developer "meets land use and public safety standards, and what is customary in the community." Tom Meersman • 612-673-7388 Page 22 St rTr i b n e Edina City Council gives itself a pay hike • Article by: MARY JANE SMETANKA • Star Tribune • December 26, 2012 - 11:09 AM When Jim Hovland first ran for the Edina City Council, he didn't know that council members got a paycheck. "I never started doing it for the money, and I was surprised when I became a council member that we were paid for it," the now -mayor of Edina said last week. The money -- $10,348 a year for Hovland, $7,758 for other Edina City Council members -- is no substitute for a regular job. Last week, after a lot of hemming and hawing, the council gave itself raises that won't take effect until January 2015. Mindful of tough economic times, it will be the council's first pay hike since 2008. Councils in Richfield and Eden Prairie will get raises as of Jan. 1; councils in Golden Valley and Fridley have rejected raises in the last couple of years. Though Edina's council had discussed raising their pay over several meetings and had a study to show that their compensation was below average among area cities, they still hesitated when it came time for a vote last week. Council member Ann Swenson stepped in. "I don't think you have to worry about justifying this, mayor; you work really hard and we all do," she said. "Let's not have any more angst about it. Let's just vote." The raises were unanimously approved. Future Edina councils may not have to face similar decisions about their own pay. As part of the pay raise resolution, the city now has an ordinance that will link future council pay raises to the Consumer Price Index used by the state Office of Management and Budget. Council pay will automatically adjust along with the CPI. A 2011 employee pay study for the city by Springsted & Associates included a survey of City Council compensation. Edina ranked below average among 18 cities that included Bloomington, Page 23 Eden Prairie, Hopkins, Minnetonka, Plymouth, Richfield and St. Louis Park. The Edina mayor's pay was 17 percent below average and the council's pay was 15 percent below average. Because state law requires that an election take place between the council approving raises and getting the increase, the pay increases don't take effect until Jan. 1, 2015. The Edina mayor's pay will increase to $13,500 and other council members' pay will go to $10,740. "By the time this raise takes effect, it will probably [have kept pace] with the percentage increases that employees get," Hovland said. He said he still feels awkward about the raise, knowing that many other people haven't seen raises since 2008. Yet the pay is a relative pittance for the hours that the council puts into their job. Hovland estimates that he spends 10 to 20 hours a week on city business, meaning he gets paid between $10 and $20 an hour. It's far less lucrative than his regular job as an attorney, and in fact takes him away from his good -paying job. "It goes back to the idea that no one does it for the money," Hovland said. "I appreciate it, believe me. It's nice to have that extra help. I don't think anybody in town would begrudge us the increase. People know how much we work." Mary Jane Smetanka • 612-673-7380 Twitter: @smetan Page 24 St rTrib ne Streamsong was built about an hour from Tampa on sand dunes and rolling contours, a geography that's unusual in central Florida. Laurence Lambrecht, . Golfing at Streamsong won't be cheap. Depending on the season, teeing it up here will run $130 to $250. A 216 -room lodge is expected to open in November. Laurence Lambrecht, . Mosaic: From phosphate to fairways • Article by: MIKE HUGHLETT • Star Tribune • December 26, 2012 - 9:26 PM A reigning champion in the global fertilizer business, Mosaic Co. is getting into golf. It seems incongruous. But Mosaic sees a new high-end resort it is building near Tampa, Fla., as a good way to reuse a no -man's land of waste sand from its old phosphate mines. Page 25 Plymouth -based Mosaic and its corporate forebears have mined phosphate in Florida for decades. The mineral is a key ingredient in fertilizer, and it's clawed from the ground in giant strip mines. Now, three prominent golf course designers have transformed 700 acres of old sand dunes into two courses at a resort dubbed Streamsong. "We were looking at how we could most effectively put ourselves on the map -- to create an identity for Mosaic," said Rich Mack, the company's general counsel. The company has poured "tens of millions" of dollars into Streamsong, which has been on the drawing board since 2007. While the project may appear to be far afield of Mosaic's core business, Mack pointed out that Streamsong will enable Mosaic to get a return on land that was idled. The resort had a "soft opening" last week, and both courses are open for play. The grand opening is slated for Jan. 26, and a 216 -room lakeside lodge is expected to be done in November. Plans also call for hiking, biking and other activities on the Mosaic -owned site, which covers 16,000 acres a little more than an hour's drive from the Tampa airport. Streamsong is separate from a settlement Mosaic made in February with the Sierra Club over environmental litigation that was blocking the expansion of a big Mosaic mine. Mosaic is donating to Florida or a nonprofit organization a 4,171 -acre tract of land worth at least $10 million. The company is the seventh-largest landowner in Florida and gets most of its phosphate there. The company was created in 2004 when Cargill Inc. merged its fertilizer business with IMC Global of Illinois, a publicly traded company. Cargill sold off its 64 percent stake in Mosaic in May 2011. Land that's now home to Streamsong was mined in the 1960s. Since then, vegetation has grown over the waste sand dunes, creating a geographic effect not common in Florida, Mack said. No palms or palmettos, but no flatland either; instead, there are rolling hills and contours. "It's big and bold and has to be a world-class venue, on par with any other venue in the United States," Mack said. Tom Doak designed one of Streamsong's courses; Bill Coore and Ben Crenshaw, the other. Doak and the Coore-Crenshaw duo also designed courses at the Bandon Dunes golf complex in Oregon, well-known among links aficionados. Playing a designer golf course doesn't come cheap. At Streamsong, 18 holes costs $130 to $250, depending on the season. In central Florida, phosphate mining has long been an economic pillar. The area is akin to Minnesota's Iron Range, where iron ore mining is still an economic foundation, but doesn't pack the punch it once did. As time goes on, mines become automated, leaving a smaller footprint with fewer workers. And old mines get played out, sometimes leaving scarred earth and ill will against their owners. Streamsong's corner of central Florida has had little to show for itself economically. Page 26 "This development is significant because it's taking some of these lands and putting them back to use for economic purposes," said Rodney Carson, economic development director of Polk County, Fla. Mosaic, still one of the region's major employers, is aware of the goodwill a project like Streamsong can generate. "We know it will be viewed favorably by our constituencies in the region," Mack said. Mike Hughlett • 612-673-7003 © 2011 Star Tribune Page 27 ROBBINSDALE AREA SCHOOLS TO OPEN STEM MIDDLE SCHOOL MAGNET PROGRAM New Hope, Minn. — On November 20, the Robbinsdale Area School Board approved the creation of a Science, Technology, Engineering and Mathematics (STEM) middle school magnet program, which will be housed at Robbinsdale Middle School. The program will begin in the fall of 2013 for incoming sixth grade students from around the district and beyond. Each year the program will add a grade: sixth and seventh grade students will be able to participate in 2014-2015, and the program will be open to all three grade levels at Robbinsdale Middle School beginning with the 2015-2016 school year. The program will be a natural progression for those students at the School of Engineering and Arts at Olson Elementary (SEA), which is a K-5 Science, Technology, Engineering, Arts and Mathematics (STEAM) magnet school and will include, among other things, a year-long course in engineering utilizing the Gateway to Technology (GTT) curriculum, the middle level leg of the national pre -engineering program Project Lead the Way. Plans are being made for more components of the program and also specific professional development for teachers. Like other magnet schools and programs in the district, a lottery will take place if there are more applications than seats available. For more information on this program as it becomes available, visit www.rdale.org. Page 28 E-mail for Elected Officials -mail seems like a simple thing, but for cities, it can actually be pretty complicated. Let's take a look at the fictitious city of Mosquito Heights. For years, Mosquito Heights has given elected officials the option of either having a city e-mail address, or using a personal or work account for receiving things like City Council packets and other information related to their duties. Ensuring proper retention. The system has worked well, and allows elected officials to work with their e-mail communication based on their personal preference.The city's technology folks are well aware of data practices requirements and have worked diligently with city staff and elected officials to ensure city - hosted e-mail is retained in a manner that complies with the city's adopted records retention schedule. This is no easy task because it required training of staff and elected officials on where to keep any e-mail that might be considered public record. (Technology staff should not be the ones looking at the content of e-mail to make this determination, so it is up to each individual to make the deter- mination of what is a public record, and to destroy or retain based on the city's records retention schedule.) The city has also clearly stated in its computer use policy that e-mail is to be retained according to the adopted records retention schedule. Technology staff have implemented a process so that when an e-mail account is no longer necessary (staff leaving, etc.), a qualified staff person will review the contents of the e-mail to determine if any messages need to be kept as a public record. All appears to be working just fine, until a developer has a disagreement with the city and believes that council - members engaged in illegal activity regarding a proposed development plan that was denied by the City Council two years ago. By Greg Van Wormer The matter winds up in court, and the developer's attorney claims that e-mails from two now retired council - members contain the information that will prove the developer was wronged. The court compels the city to provide copies of the purported e-mails, since they theoretically should have been retained according to the city's adopted records retention schedule. Two types of e-mail accounts. The city clerk contacts the former council - members and asks them for copies of the pertinent e-mails requested by the court. One of the councilmembers was using her employer-provided e-mail for conducting city business. She no longer works for that employer, and did not take any copies of her council -related e-mails when she left employment.The other used his personal e-mail account, and agrees to search for relevant e-mails. Both councilmember e-mail scenar- ios create issues with records retention. The first highlights the need to main- tain e-mails that are considered public record in an e-mail system that the city has control over. Most corporations have different retention needs and rules than those of cities, so there's a pretty good chance of records being deleted when they shouldn't be. It also could potentially open up the employer to a court-ordered e -discovery to find e-mails pertinent to the case. (This may never happen, but some believe it is a possibility.) The second councilmember's use of a personal e-mail account highlights a different issue. By keeping city records intermingled with personal e-mail, it creates a greater burden on both the elected official and city officials to search for pertinent e-mails. Plus, in the event of court ordered e -discovery, it could open up the former council - member's personal e-mail during the discovery process. E-mail options and considerations. In a perfect world, all city officials would be provided an e-mail address by the city, and the city would archive each official's e-mail messages upon departure. This works well for large to medium sized cities, but isn't always feasible for smaller cities. Another option would be to con- tract with the state of Minnesota for its online e-mail solution. It's tailored toward Minnesota requirements for retention, and only requires a small monthly fee per mailbox. (You'll still need to put in place a method for stor- ing former officials' e-mails.) If those two options don't work for financial or other reasons, here are some things to consider when using a free, personal, or other e-mail system. Elected officials should create a separate e-mail just for city business, and make sure that the messages in this mailbox don't co -mingle with e-mails from other accounts. Once an elected official's term is up, the elected official needs to some- how turn the relevant e-mails over to the city.This is where it gets difficult, as many e-mail systems are not com- patible with each other, and the city may not have the proper equipment to archive the e-mails.There's always the option to print the e-mails and give the printed copies to the city, but it could create a large amount of paper for the city to archive. The most important piece of the whole equation is to make sure you're saving only the e-mail that needs to be saved under your city's records reten- tion schedule. Greg Van Wormer is assistant technology services director with the League of Minne- sota Cities. Phone: (651) 281-1211. E-mail:gvanwormer@)mc.org. JULY -AUGUST 2012 MINNESOTA CITIES 25